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Sheraton fights back to be global brand of choice
Raini Hamdi, Zurich, June 2, 2015
 

STARWOOD Hotels and Resorts Worldwide is implementing today a 10-point plan to get Sheraton Hotels and Resorts back on track as the global brand of choice.

 

The plan includes reclaiming Sheraton’s status as a meetings brand, launching a new tier, Sheraton Grand, and re-evaluating brand standards and fee structures to improve owner economics. A US$100 million marketing campaign from this year to 2017 has also been promised.

 

One of the oldest brands around, dating back to 1937, Sheraton is widely thought by the hotel industry to have lost its positioning and been eclipsed by new brands launched by chains catering to increased customer sophistication and changing demographics.

 

Acquired by Starwood in 1998, Sheraton is the largest in the chain’s stable and second oldest after Westin Hotels & Resorts.

 

The 10-point plan is as follows, with immediate effect:

 

1. Introduce new Sheraton brand positioning

Reinvigorate Sheraton with a new vision; create a new visual identity for Sheraton that incorporates its iconic logo; enhance the digital experience and develop compelling content

 

2. US$100 million Sheraton marketing campaign

Roll out a multichannel global advertising campaign through 2017; execute the richest Sheraton-focused SPG promotions in Starwood’s history; ramp up media buzz and social strategy to engage consumers across all channels

 

3. Launch Sheraton Grand

Elevate over 100 premier Sheraton hotels to new Sheraton Grand tier; showcase Sheraton’s best properties and create a halo effect; focus first on global gateways to lure high-value travellers; encourage more owners to renovate properties to achieve new Sheraton Grand stature

 

4. Earn owners’ confidence in Sheraton

Laser-focus on revenue and profit-driving initiatives and programmes to boost owner value; balance building and conversion costs with exceptional guest experience; re-evaluate brand standards and fee structures to improve owner economics

 

5. Ignite associates’ passion for Sheraton

Enlist Sheraton general managers as leaders of change

 

6. Get service right at Sheraton

One way is to “tackle lowest-performing hotels, move the middle, and learn from the top”

 

7. Reclaim Sheraton’s status as the meetings brand

It will kick off a global customer blitz and amp up booking rewards and incentives

 

8. Innovate the Sheraton guest experience

Offering unique and imaginative premium sleep, entertainment, fitness and bath experiences; invigorating F&B; harnessing Sheraton Club potential

 

9. Differentiate Sheraton through design

Transform public spaces and guestrooms, and leverage lobby design to drive revenue

 

10. Strengthen Sheraton

Open 150-plus new hotels by 2020 through conversions, adaptive reuse and new-build projects; develop the right properties in the right markets with favourable returns for owners and their investors; create a flexible new-build product that enhances hotel profitability in secondary and tertiary markets.

 

 
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